PRINCE2F People: organizations, teams, and leadership Practice Question

Answer analysis

Option-by-option breakdown

For each option: why learners choose it and why it is or isn't the right answer here.

• ✗

  To manage the project's risk register.

  Why it's wrong here

  Risk register ownership belongs to the Project Manager, who maintains and updates it throughout the project. The Change Authority assesses and approves or rejects change requests, so it tempts when changes introduce risks, yet risk management is not its remit.

• ✗

  To authorize the project budget.

  Why it's wrong here

  Budget authorisation sits with the Project Board, exercised through the business case and stage tolerances; the Change Authority only decides on change requests escalated to it. It tempts because change decisions often carry cost implications, but PRINCE2 separates financial authority from change authority.

• ✗

  To audit the project's compliance with PRINCE2.

  Why it's wrong here

  Compliance auditing falls to project assurance roles, which monitor adherence to standards independently of change control. The Change Authority evaluates change requests against tolerances and business justification, so it tempts as a governance role, but auditing is not its purpose.

• ✓

  To make decisions on change requests within agreed limits.

  Why this is correct

  The Change Authority exists precisely to decide change requests within tolerances delegated by the Project Board, satisfying the stem's requirement for a defined decision-making purpose. This preserves board-level control while enabling timely responses, since escalation only occurs when a request exceeds the agreed limits set for that authority.

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